Director, PMO; AI & Data Transformation

TKO Group Holdings - the parent company of WWE, UFC, IMG, P , and On Location - is building the operating muscle to turn its Data & AI strategy into measurable business outcomes across five distinct, high-profile business units. This Director role sits at the center of that build: designing and running the governance mechanisms, intake systems, and portfolio discipline that determine which AI initiatives get resourced, how they're tracked, and whether they deliver.

The Director will establish and continuously improve key governance, operational, and management processes needed to accelerate TKO's Data & AI transformation agenda, including a robust "front door" intake and prioritization mechanism, streamlined interfaces with adjacent corporate governance processes, and mechanisms for providing portfolio transparency and value realization discipline (ROI + adoption).

This is not a caretaker PMO role - it requires someone who can move between strategy and execution, shape how the organization makes decisions about AI, and hold senior stakeholders accountable to outcomes. The role reports into the SVP of AI & Data Transformation and operates with direct visibility to executive and BU leadership.

• The Data & Technology Council (DTC) is TKO's enterprise governance forum for Data & AI — the body through which initiatives are reviewed, prioritized, and tracked to outcome. The Director owns the operational infrastructure that makes the DTC effective
• Own the end-to-end DTC operating rhythm (monthly/quarterly cadences, sub-forums as needed), ensuring each forum produces clear decisions, accountable owners, and measurable follow-through.
• Partner with the DTC Chairs and enterprise leadership to shape agendas that are outcomes-forward (value, adoption, risk, dependencies, resourcing), not informational updates.
• Establish high-quality standards for pre-reads, decision memos, and meeting outputs; maintain action and decision logs with rigorous closure discipline.
• Serve as the “control tower” for escalation: surface tradeoffs, unresolved risks, and cross-BU dependencies early with clear options and recommendation.
• Act as the connective tissue between executive leadership, shared services, business unit leadership, and operational teams, ensuring effective communication and flow of information between stakeholder groups to accelerate data & AI transformation across the business.
• Help foster a culture of transparency, accountability, and collaboration across the organization when it comes to data & AI initiatives.
• Institutionalize a value-based prioritization approach grounded in business strategy alignment
  , impact, feasibility, and adoption; ensure every priority initiative has explicit success metrics and an outcome owner.
• Own and continuously improve the enterprise intake and triage mechanism for data/AI requests (the “front door”), including categorization, routing, prioritization readiness, and throughput management.
• Build a single, coherent view of the data/AI portfolio
  -including pipeline, in-flight initiatives, and delivery health
  -across business units and shared services.
• Provide standardized framework for intake artifacts - problem statement, strategic alignment with business goals, scope, dependencies, KPI outcomes, governance checkpoints) so proposals are comparable and decision-ready.
• Drive stakeholder alignment across BU sponsors, delivery teams, and functional partners to avoid duplicated effort and ensure coordinated execution.
• Partner with Finance and initiative owners to improve business case quality and ensure benefits assumptions are defensible and measurable.
• Track initiative financials at a high level in partnership with Finance and initiative owners (budget, forecast, actuals; Cap Ex/OpEx; vendor spend), and surface variances, risks, and decision points early.
• Establish a lightweight standard set of portfolio metrics (schedule/throughput, scope stability, resourcing, risk/compliance checkpoints) so delivery health is comparable across initiatives and BUs.

• Drive continuous improvement of the transformation operating model…